Facilitating the transfer of training to the workplace

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Other Title
  • 職場への研修転移の促進
  • 職場への研修転移の促進 : 役割モデルの育成と人間中心設計の訓練
  • ショクバ エ ノ ケンシュウ テンイ ノ ソクシン : ヤクワリ モデル ノ イクセイ ト ニンゲン チュウシン セッケイ ノ クンレン
  • 役割モデルの育成と人間中心設計の訓練
  • Developing role models and training for human-centered design

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In this study, off-the-job training (Off-JT) and supportive followup environment were designed for transferring newly developed work practices to trainees with the goal of decreasing the inhibitors that trainees might experience while producing new practices. The training was for the user-experience approach (UX) in humancentered design. The trainees who were information technology engineers worked at a company manufacturing information systems. The conventional researches had reported that the transfer of UX training to the workplace was difficult in the information systems’ development. The company had been unable to generate UX practices using only Off-JT. By analyzing and categorizing the training team’s responses in interviews conducted in this study, it was theoretically recognized that trainees experienced psychological difficulties in unlearning their tacit knowledge of engineering and faced organizational inhibitors lodged within UX activities. The strategy to facilitate the learning and development of new practices by trainees had two parts. The first was authorizing the challenges faced by trainees within the company, including the performance of cross-divisional activities by trial and error. The second was monitoring weekly reports uploaded by trainees to their web pages. This allowed the training team in the company to provide social support for one year from the date of the challenge in order to develop various UX role models rather than simply trying to educate trainees about UX. Trainees were required to generate UX practice plans, secure permission from their division superiors, and continue promoting the plan for approximately one year following Off-JT completion. The training team was interviewed about trainees’ practice sessions approximately one year after their plans had been authorized. The results showed that 53% of the trainees produced original UX practices that were adaptive to their workplace situation as new role models and that they positively influenced their colleagues and other division members.

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